Constitution Reform Proposal: The Staffordshire Plan
Introduction.
In May 2024 the Conservative Party returned its worst General Election result since the 1950s. After a 14-year tenure in government we were displaced by Labour, who won 410 seats.
This outcome, despite Labour receiving fewer votes than in the 2017 & 2019 elections, indicated a shift away from the Conservatives rather than a move towards Labour and reflected a choice by Conservative voters, who either voted for the Reform party, or abstained from voting altogether.
For several years the Parliamentary Party has lacked cohesion, often resembling a group of contentious factions rather than a united team. Since Margaret Thatcher's tenure, there has been a notable absence of coherent strategy, contributing to public scepticism about the party's governance capabilities. Boris Johnson's tenure notably squandered an 80-seat majority.
A decline in membership and volunteer engagement, coupled with the disenfranchisement of association officers and chairpersons from CCHQ, undermines both the voluntary party’s effectiveness and sustainability. Without dedicated members and volunteers, the party risks its very existence.
The Conservative Party now must embark on substantial reforms to rejuvenate its connection with the electorate, local associations and members.
The Purpose.
This proposal outlines constitutional changes designed to realign the party with core values and forward-looking policies, re-balance power within the party, and implement changes to revitalize our volunteer base and expand membership.
The Issues.
- Lack of Clear Values.
- Long-Term Political Strategy.
- Electing Leaders.
- Chairman & Board Structure.
- Letters of No Confidence.
- Candidate Selection & Empowering Associations.
- Party Unity & Effectiveness.
Lack of Clear Values.
There is currently confusion regarding the Conservative Party's values, even among its own members. This lack of well-defined values has resulted in erratic policy decisions, resembling populist tactics rather than stemming from a coherent ideological stance. The result is weak policy formation and a lack of purpose.
Historically, the Party has championed the principles of small state, low tax, personal freedom and responsibility. These values are as sound today as they were in the last 50 years, however, the global and national context has changed, necessitating a checking and possible refresh of our values to ensure they reflect the challenges of today and the future.
Long-Term Political Strategy.
The political direction of the party being determined by the leader and a close circle of advisors, has proven to be detrimental. Since 2016 there have been frequent leadership changes—five leaders with distinct manifestos—which has resulted in a lack of substantial achievements.
This lack of strategic policy delivery has undermined our ability to govern and eroded credibility with all but our most ideological supporters. Furthermore, the overly centralized approach to setting policy direction contradicts the democratic ethos essential for a volunteer-driven organization. In contrast, successful private companies maintain stability and confidence among stakeholders through robust, enduring strategies that can survive huge market shocks and changes in leadership.
Electing Leaders.
By the time the selection process reaches the wider membership, the options have already been significantly narrowed, limiting real choice. This issue was evident in 2022 when members, criticized for selecting Truss, would have likely preferred other candidates if broader choice had been available.
Chairman & Board Structure.
The role of Conservative party chair should be one of the most coveted jobs in the world. Currently the role is held by a sitting MP who is not widely known outside of the party. The chair should be a person who not only inspires the confidence of the party, but who also appeals to the wider public and can act as a brand ambassador who raises the profile of the party and encourages more people to vote for us. Whether that be a captain of industry like Karren Brady or a centre right intellectual like Douglas Murray, bringing on a high profile person from outside Westminster would raise the profile of the party, broaden our appeal and help us to win elections.
The chairman of the party should also hold the leader to account on behalf of the board and members, but this is not possible when the chairman is appointed by the leader. This raises concerns about the independence of the Chairman, diminishing the role's credibility and removing a vital mechanism to scrutinise the performance of the leader.
Finally, the makeup of the party board centralizes too much power in the hands of the leader who already sets the political direction of the party and has significant influence over the appointment of Central Office staff. This centralization, by way of leadership board appointees and potential conflict of interest through National Convention board appointees, disenfranchises grassroots members and volunteers who dedicate considerable personal time to the party.
Letters of No Confidence.
The current system for submission of no confidence letters allows MPs to submit LONC without clear justification or broader support and creates the potential to destabilize a leader without a clear mandate. The process for submitting LONC needs to be more transparent, and individuals should do so with clear reasons, and the approval of their executive council.
Candidate Selection & Empowering Associations.
CCHQ overreach, particularly in imposing candidates, has further disenfranchised volunteers. This was notably evident when interference in candidate selection by CCHQ cost the Newcastle Under Lyme association significant campaigning time in the 2024 general election.
When local associations are properly constituted, professionally run, actively involved in campaigning and fundraising, and fully compliant with party standards as defined in the constitution, there is little justification for the centre to get involved with candidate selection.
Party Unity & Effectiveness.
The Conservative Party faces significant challenges due to ideological diversity that dilutes core values, creates divisions among MPs, and undermines our ability to govern. This ideological inconsistency is partly due to the party's lack of defined values, which allows individuals who do not fully subscribe to our values to occupy influential positions. Leaders are constrained by the need to appease a broad range of views, which stymies bold policy delivery.
Our Proposals.
The issues facing the Party can be addressed by adopting a corporate-like structure that recognizes that long term strategy is the most effective way to deliver success and treats members as shareholders, giving them a more substantial role in party decisions and direction. Achieving this require constitutional amendments to ensure a more democratic and participatory process within the Party.
- Lack of Clear Values. We Propose:
1.1 The democratic development of a set of values by the board and CPF that align with the national interest and that address current & future challenges are to be written into the constitution. Reviewed bi-annually by the board and CPF, these values will guide future policy formation and improve communication with volunteers, members and the electorate.
- Long-Term Political Strategy. We Propose:
2.1 Defining Political Direction: The short, medium and long term political strategy should be collectively set by the party board and the CPF, not solely by the leader. This ensures continuity in policy strategy, irrespective of leadership changes.
2.2 Role of the Leader: Redefine the leader’s role to the execution of the political strategy. This ensures that the leader is a facilitator of the party's goals, rather than its sole architect. This structure ensure that the leader’s role is to deliver a political strategy that has been democratically decided by the party and reverses the current top-down approach.
- Electing Leaders. We Propose:
3.1 Role of the 1922 Committee: Revise the role of the 1922 Committee in the leadership election process. While this body should still play a part in organizing and overseeing the election, it should not dictate the terms and conditions. Instead, the procedure should be set by the party board.
3.2 Early Participation of Association Officers: Constituted Association Officers should be involved from the outset of a leadership election process (post initial MP’s nomination) to broaden the choice of options and reduce the possibility of a Hobsons Choice for members. This approach also rewards our most dedicated volunteers and ensures that their hard work translates into a tangible impact on party decisions. By valuing and rewarding our most dedicated volunteers, we reinforce the foundational role they play in the success of the party and make Association Officers roles more attractive.
- Chairman & Board Structure. We Propose:
4.1 No MP Requirement: Remove the requirement for the Chairman to be a sitting MP and widen the pool of candidates. Only fixed criteria should be that the chair is British.
4.2 Member-Driven Appointment: The Party Chairman should be elected by party members. This election should take place bi-annually to ensure that the Chairman remains responsive to the membership. The runner up in the contest should be appointed as one of the deputy chairmen.
4.3 Transparent Removal Process: The procedure for removing the Chairman should be clear, transparent, and entirely driven by members.
4.4 Enhanced Accountability: Led by the chairman, the party board should hold the leader accountable for delivering on the party’s political strategy.
4.5 Any National Convention members (including its chairman) nominated to the party board cannot be on the approved candidates list.
- Letters of No Confidence. We Propose:
5.1 Executive Committee Approval: No-confidence motions cannot be submitted without approval by an MP's associations/federations executive council.
- Candidate Selection & Empowering Associations. We Propose:
6.1 Greater Autonomy for Associations in Candidate Selection: To expand the scope of choice for associations in candidate selection, we propose the elimination of geographical restrictions on candidates (This change aims to diversify the pool of potential candidates beyond local figures, enabling associations to strategically "parachute" in high-calibre candidates of their own choosing. This also addresses CCHQ’s concerns about associations leaning too much towards local candidates and removes a major pain point for associations/federations caused by CCHQ imposition of outside candidates).
6.2 No delays to selection: Clear guidance on when associations can begin their selection processes. It is essential that CCHQ not prevent associations from initiating their selection as long as they adhere to established guidelines. This autonomy will empower local associations, ensuring they can act timely and effectively, free from unnecessary central interference.
6.3 Transparent Oversight Mechanisms: Establish clear, fair, and transparent guidelines for when and how the central party can intervene in candidate selection, ensuring that such measures are only taken with full transparency.
6.5 Any candidate imposition from the centre to be signed off by the area chair.
6.6 Association to be responsible for election literature and campaign planning so the centre can focus on wider strategical objectives.
- Party Unity & Effectiveness. We Propose:
7.1 Stricter Criteria for MP Selection: Introduce criteria for candidate selection to ensure that all prospective candidates are suitably qualified and are aligned with the party's core values and key policies. Non-compliance or deviation from these core principles should trigger a review process.
7.2 Candidates Charter: Any parliamentary or council candidate who is elected should sign up to a candidate’s charter and give a commitment on an annual basis to raising a pre-determined sum of money, gather a set number of voting intentions and onboard a set number of new members.
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